High-velocity IT: overcoming challenges and setting objectives
Blog posted by: Paul Wilkinson – Business development director, Gamingworks, 19 June 2020.
What is the imperative for organizations moving to a high-velocity IT environment?
Scarce resources, growing demands, continually shifting goals, the need for speed and end-to-end, sustainable behaviours that deliver agreed business value in times of agile transformation. Is that imperative enough to raise the game?
However, there are numerous challenges to overcome before adopting high-velocity IT methods:
- Focusing on value
This is one of the core ITIL® guiding principles and fits in with one of the five high-level digital objectives of ITIL 4 Specialist: High-velocity IT (HVIT). However, you first need to understand that value differs depending on who you are. One stakeholder might say revenue growth is value, another may say brand image and reputation. So, which demand should IT focus on first? Only at the governance level can you decide which value trumps another.
- Transforming products
There is a shift towards more agile ways of working, with DevOps teams and a shift to “product thinking”. “Project thinking” might hope for IT support and resources to build a new website, then disband the project. Conversely, “product thinking” demands a team with a dedicated product owner, DevOps and agile practitioners with budget and resources who continue to innovate, support and maintain the product. This end-to-end product ownership approach is a major shift in how teams and budgets are organized.
- End-to-end IT services
The conflicting demands among IT developers, IT engineers and service desk support are all making a claim on limited resources to achieve what they consider as ‘value’, such as fast deployment, stable systems or fast resolutions. What is the relative priority of new development investments, keeping operations resilient and happy customers happy with the level of support? Deciding this needs skills to negotiate, make a business case and mechanisms to focus on the right value.
- Behaviour and culture
Some might mistake ITIL’s guiding principles for slogans or catchphrases. This is why organizations need to translate them into desirable, sustainable behaviours. Changing attitudes and behaviour is the prelude to embedding a new culture; one ready for high-velocity IT.
Understanding digital objectives for high-velocity IT
To help address these challenges, five high-level “digital objectives” have been distilled from HVIT into an “essential skills for the digital era” infographic:
- Valuable investments
Your digital investments should align with organization goals and this comes from understanding the comparative needs of different stakeholders. You achieve this only by engaging with them in language and terms they understand.
- Fast development
Frequent, incremental changes to digital services need effective, end-to-end collaboration between teams in the value chain. This means clarity on who owns the shared goals, the behaviours and how you embed them into a way of working. It also requires a shift in how people see the traditional ITIL approach to change: change – when done safely – is a fast enabler and not a control mechanism.
- Resilient operations
Having resilient and adaptable people delivering reliable, consistent services via fast development and deployment requires effective feedback: on use of services and behaviours, coupled with continual learning and improvement. The ability to reflect and improve is a core skill and managers need to allocate time for this.
- Co-created value
Do you understand what value is from different stakeholders’ perspectives? Whatever their individual priorities, they need to come together willingly and agree whose value deserves the greater priority when resource conflicts arise.
- Assured conformance
IT governance comprises performance and conformance. Where new, valuable investments are performance, security/cyber risk and data privacy are conformance. What you need to balance is – for example – achieving revenue growth versus not releasing something too quickly without sufficient security mechanisms in place.
Adopting and benefiting from high-velocity IT methods takes time, funding and effort to change attitudes, behaviour and culture. It also needs clear understanding of your organization’s strategic direction and what is important for the future, such as remaining competitive.
Asking what value high-velocity IT will deliver means visualizing the different types of value it’s possible to achieve and balancing that against the short-term impact on costs and resources.
Latest News from
ITIL 4 Strategist Direct, Plan and Improve (DPI) – embedding strategy for change13/07/2020 12:20:00
Blog posted by: Carol Christobek – executive leader, business transformation expert and ITIL 4 Managing Professional.
Managing Successful Programmes: setting the blueprint for a better future10/07/2020 10:20:00
Blog posted by: Martin Stretton – Founder and director, NOVO Project Management, 09 July 2020.
The future of remote working08/07/2020 13:20:00
Blog posted by: Adam McCullough – ITSM expert, 07 July 2020.
Taking a best practice approach to post-lockdown business change06/07/2020 16:33:00
Blog posted by: Allan Thomson – PPM Product Ambassador, AXELOS, 03 July 2020.
Remote working: how to manage it during the pandemic02/07/2020 13:20:00
Blog posted by: Adam McCullough – ITSM expert, 01 July 2020.
Modern Service Management - The importance of the Customer Journey01/07/2020 13:20:00
Blog posted by: Airan Romero Savinon – Chief Operating Officer at Openser, 30 June 2020.
Human centred learning: Evolving tech for better outcomes30/06/2020 13:20:00
Blog posted by: Justin Kitchener - Client Director, TSO, 29 June 2020.
Lunch and learn – 30 minutes a day to best practice certifications26/06/2020 13:20:00
Blog posted by: Dmitriy Kolesnikov – IT service delivery manager, 25 June 2020.